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Organizational Behavior and Innovation

Organizational Behavior and Innovation IEMS 342 and COMM ST 366 Winter 2011 Tech A-110 Tuesday and Thursday 11:00-12:20 Professor: Paul Leonardi TA: William Barley Email: Email: Office Hours: W and TH 9-10 and by appointment Office Hours: Thursday 12:30-2:30 Location: FSB 2-158 Location: FSB 2-168 TA: Jeffrey Treem Email: Office Hours: Tuesday 12:30-2:30 Location: FSB 2-168 TA: Yan Jiang Email: Office Hours: Monday 1-2 Location: Tech C-217 OVERVIEW The purpose of this course is to increase your ability to understand and improve the organizations within which you will work. It is a course in applied behavioral science. By this I mean that we will review some fundamental behavioral science concepts and illustrate how they can be effectively used in organizations. Although the emphasis is on high technology and manufacturing organizations, the course material applies to organizations in general. This course will also help you understand some of the challenges involved in both managing and being managed.

Readings The readings assigned each week illustrate important concepts in the management of organizational processes. Readings are based on evidence …

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1 Organizational Behavior and Innovation IEMS 342 and COMM ST 366 Winter 2011 Tech A-110 Tuesday and Thursday 11:00-12:20 Professor: Paul Leonardi TA: William Barley Email: Email: Office Hours: W and TH 9-10 and by appointment Office Hours: Thursday 12:30-2:30 Location: FSB 2-158 Location: FSB 2-168 TA: Jeffrey Treem Email: Office Hours: Tuesday 12:30-2:30 Location: FSB 2-168 TA: Yan Jiang Email: Office Hours: Monday 1-2 Location: Tech C-217 OVERVIEW The purpose of this course is to increase your ability to understand and improve the organizations within which you will work. It is a course in applied behavioral science. By this I mean that we will review some fundamental behavioral science concepts and illustrate how they can be effectively used in organizations. Although the emphasis is on high technology and manufacturing organizations, the course material applies to organizations in general. This course will also help you understand some of the challenges involved in both managing and being managed.

2 Each week we will explore a different process germane to the functioning of organizations. Each Tuesday we will focus on how entry level managers can participate in and affect the process under study. Each Thursday we will focus on how the process can be influenced by more senior management. Examining Organizational processes at various levels of analysis will help you to learn how management practices change as you progress through your career and how the things managers expect you to do change too. Ultimately, the tools and skills developed in this course should equip you to become more effective contributors to organizations that you join. Much of our learning in this course will be through case studies, exercises, and class discussions. There is no textbook for this course. All readings and case materials are available in PDF format for download from the course s blackboard site. COURSE REQUIREMENTS Lectures Class participation and attendance are important. If an article is listed for discussion, then you should be prepared to contribute to the class discussion of that article.

3 Specific discussion questions are in the syllabus. A good grade will be difficult to achieve without regular class attendance because the lectures cover material that is not in the readings. Slides from the lectures are a text for this course. An abbreviated version of the slides will be posted on the Blackboard site. Readings The readings assigned each week illustrate important concepts in the management of Organizational processes. Readings are based on evidence from empirical studies of various practices and strategies of management. The readings are not fluff. They are assigned to provide fodder for discussion and lenses through which to interpret the material presented in the case studies. You should ask yourself the following questions about each reading: 1. What is the central problem the author(s) is trying to solve? 2. What primary mechanisms are posited? 3. What is the evidence to support the argument(s)? How convincing is that evidence? 4. What are the basic assumptions behind the analysis?

4 5. How do the concepts described in the reading and the insights generated by the analysis explain phenomena you ve seen in your organization Class Participation (20% of Final Grade) I ll begin each class period by providing a general overview of the concepts for the day and a broad synthesis of the readings. Our goal in class discussion is application. You should leave class each day with some ideas about how you could apply the concepts we discuss to real projects in your organization. We will talk about each of the readings in more depth. I will ask that you apply as many of the concepts as you can to projects, events, or strategies that you ve encountered throughout your career. When you share, it helps others to learn and vice-versa. We will also discuss the assigned case. The cases are selected to present students with a problem that can be solved in a number of ways. In some instances, the concepts from the readings may help to solve the problem, in others they won t. As a class, we will discuss different options to solving case problems and evaluate how well we think each of these options would work.

5 When we discuss cases in class, you should employ the following strategies: 1. Make sure you are considering the problem that is presented in the case. 2. When discussing a specific issue, remember why you are discussing it and where it fits into the overall problem. 3. If you have considered some alternatives and rejected them, tell us what and why. 4. Summarize what you have learned and what the implications appear to be. Daily Quizzes (10% of Final Grade) Each day, we will begin class with a short four-question quiz about the readings for the week. This quiz will be given at 11 am sharp. There are no make-ups if you are late to class unless arrangements have been previously made with the professor. You have the opportunity to submit one question each week for inclusion in the quiz. If your question is selected, you will automatically receive 100% on that day s quiz. To submit your question, you must send an email to William Barley by 5pm on Monday. You may submit only one question per week.

6 Module Examinations (each 15%, for total of 45% of Final Grade) All examinations are closed book and closed notes. They will cover all lectures, readings, and group assignments unless stated otherwise. Please note that you are responsible for readings that are not covered in class and lecture material that is not in the readings. Requests for alternative examination times are subject to instructor approval, should be made with regard to equity with other students, and must be made within 2 weeks of the start of the quarter. Group Assignment (25% of Final Grade) Since Organizational work involves working and communicating with others, you are asked to participate in a group project. You will be randomly assigned to work in groups of four or five. The aim of the group project is two-fold: 1) the project allows you to directly experience the social processes we discuss in the second part of our course and 2) the project allows you to evaluate a recent Organizational event using the Organizational concepts we have learned and the analytical skills you have developed in the course.

7 Additional information on the group project is provided in Appendix A. Please submit a detailed proposal describing your event of interest and the Organizational concepts you intend to apply to the professor on Monday, January 31, 2011. This proposal should be 2 pages and will outline (1) a brief description of the event (2) why your group is interested in this event (again see Appendix B for more information). The final paper should be 12-15 pages long, double-spaced. Please be sure to correctly cite your sources in your paper and to provide a list of references in APA style at the end of your paper (see Appendix B). You should also provide the first page of any internet source that you reference in the appendix of your paper. The final group project assignment is due by email at 10am Monday, March 14, 2011. A note on team effort: While we hope that all group members would strive to equally contribute to the group project, we realize that this is not always the case. Therefore, the grade you receive on the group assignment will depend on your contribution to the project, which will be determined by your fellow team members.

8 This policy exists to discourage slackers or free riders. Specifically, each group member will individually and anonymously evaluate his or her team members contributions to the project (see Appendix C for the team evaluation form). This is done by having each team member distribute points across group members such that there exists a mean value of 100. For example, if Alex gets 110, Bridget gets 100, and Christine gets 90, then Alex will get 110% of whatever grade the project receives, Bridget gets 100% and Christine gets 90%. All point allocations must include a brief 1-2 sentence explanation of the grade assignment. This team evaluation form is due by e-mail to the professor by 10am Monday March 14, 2011. NORTHWESTERN POLICY STATEMENTS Students with Disabilities In compliance with Northwestern University policy and equal access laws, I am available to discuss appropriate academic accommodations that you may require as a student with a disability. Request for academic accommodations need to be made during the first week of the quarter, except for unusual circumstances, so arrangements can be made.

9 Students are encouraged to register with Services for Students with Disabilities (SSD) for disability verification and for determination of reasonable academic accommodations. For more information, visit: Academic Integrity at Northwestern Students are expected to comply with University regulations regarding academic integrity. If you are in doubt about what constitutes academic dishonesty, speak to the instructor before the assignment is due and/or examine the University web site. Academic dishonesty includes, but is not limited to cheating on an exam ( , copying others answers, providing information to others, using a crib sheet) or plagiarism of a paper ( , taking material from readings without citation, copying another student s paper). Failure to maintain academic integrity on an assignment will result in a loss of credit for that assignment-at a minimum. Other penalties may also apply. The guidelines for determining academic dishonesty and procedures followed in a suspected incident of academic dishonesty are detailed on the website.

10 For more information, visit: MODULE 1: MANAGING PEOPLE Week 2: Motivation Tuesday January 11, 2011 Thursday January 13, 2011 READINGS ACTIVITY 1. A New Strategy for Job Enrichment 2. How Do You Motivate Employees? 1. Sky Scraper Building CASES 1. Starbucks 2. A Tale of Two Companies Week 3: Socialization Tuesday January 18, 2011 Thursday January 20, 2011 READINGS CASES 1. Becoming a Marihuana User 2. The Smile Factory 3. Getting New Hires up to Speed Quickly 1. The Pink Panther Video (to be watched in class) ACTIVITY 1. Socialization Exercise Week 4: Influence Tuesday January 25, 2011 Thursday January 27, 2011 READINGS *EXAM* 1. Harnessing the Science of Persuasion 2. Change Through Persuasion 1. Module 1 Summary Examination CASES 1. Children s Hospital and Clinics (A) ** Purchase Case from MODULE 2: MANAGING TEAMS Week 5: Decision Making Tuesday February 1, 2011 Thursday February 3, 2011 READINGS CASES 1. Lessons From Everest 2. How Top Management Teams Can Fight 1.


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